The Special Operations community has mastered the art of maximizing and identifying talent in providing the military with some of the best and brightest leaders in the world today. It is an area that America’s business leaders can, and should, take a page from.

The most effective businesses are building from within. They develop their future leaders by investing in their own workforce rather than trying to buy the next generation of leaders from their competitors. 

Training is paramount to create the next generation of leaders in any business. But, where many American businesses are failing is being able to recognize that talent and bring the right people on board who can help them grow and evolve into the next several decades. 

While no one could foresee the absolute crash of our economy due to the coronavirus pandemic, it is the companies that will be able to adapt and overcome these challenges that will survive. The key is finding leaders that can meet these unforeseen challenges. 

Finding the talent to take on these jobs is the difficult part.

The military’s Special Operations community is far ahead of the civilian sector in identifying, training, and fielding the next generation of leaders. 

To address this topic author Mike Sarraille, an ex-Marine NCO and Navy SEAL officer, along with co-authors George Randle and Josh Cotton, Ph.D., has written an excellent book, The Talent War: How Special Operations and Great Organizations Win on Talent.

The Talent War delves into how the military Special Operations community has created a way of identifying talent and streamlining its training approach called “Assessment and Selection.” This process identifies the core attributes that the military’s SOF requires. Yet, those same attributes also apply to the business world. These include: